The Value of Collaboration

Cathie Leimbach • March 22, 2022

Study after study shows that collaboration improves productivity and results, yet few organizations are highly collaborative. Collaboration involves multiple people or organizations working together to achieve a common goal. It involves a mutual understanding of and commitment to a desired result and working together with a win/win attitude. 


When people with diverse experiences, knowledge, skills, and resources work together the group makes more informed decisions and adds more value to the organization and/or community. When everyone leverages their strengths, both the individuals and the group achieve more and have a greater sense of satisfaction.


However, collaborating requires us to value each other’s opinions and contributions and to support consensus or majority decisions. We have to avoid the tendency to be in charge, doing things our way. Collaboration requires being interested in other people’s ideas, asking for their suggestions, and listening to their input. It explores multiple options and discusses the pros and cons of each before taking action. Unfortunately, in our society, a competitive mindset tends to overpower collaborative efforts. Fortunately, though, examples of successful collaboration can inspire us to take this approach more often.


Let’s look at two recent successes involving safety services departments in and around the City of Lorain, Ohio.  The media frequently alerts us to discord within police and fire departments, but Lorain’s police department is currently seen as a desirable place to work by many officers throughout Lorain County. Lorain’s Police Chief, Jim McCann, is a collaborative leader. He has an advisory council of several police officers with various positions in the force. When the group meets, he updates them on department initiatives and asks them to provide feedback on what is going well or not so well. He listens to their concerns and queries and explains the rationale behind various decisions. Also, Chief McCann values the leadership role of lieutenants and captains by reminding officers to address day-to-day concerns with them. 


He believes that his strengths are best suited to leading within the department so has delegated community relations to an officer with greater strengths in that area. McCann believes his role as Police Chief includes providing clear expectations, communicating effectively, and equipping and supporting his staff for success. 


Chief McCann also believes in collaborating with neighboring cities. Preparations for and security during President Biden’s recent visit to Lorain involved safety services personnel from Amherst and Vermilion. Chief McCann was quick to give much of the credit for Biden’s safe visit to the strong cooperation among the people from all three cities. They worked so well together that the Secret Service praised them for being one of the best local security teams they have worked with. What a great reputation to have!


Collaboration requires thinking and acting beyond our personal interests with the intent of achieving win/win results. Yes, it takes effort to invite diverse involvement and consider multiple perspectives, but I believe the long-term benefits are well worth the effort. What about you? 

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.